1. The document describes the AMA Management Competency model which includes competencies in three areas: Knowing and Managing Yourself, Knowing and Managing Others, and Knowing and Managing Business. 2. It lists the competencies within each area and provides high-level descriptions of some of the competencies. 3. The competency model is intended to be used for selection, development, and performance assessment of employees at different management levels from individual contributors to senior managers.

1. Summary Description of
AMA Management Competency
2008

2. Background
Level of Competency
1. Knowing and Managing Yourself: 10 Competencies
2. Knowing and Managing Others: 17 Competencies
3. Knowing and Managing Business: 19 Competencies
Level of Management
1. Individual Contributors
2. First Level Managers
3. Middle Level Managers
4. Senior Managers (Functional Managers)
Function of Competency Model
1. Selection employees with right competencies
(skills, knowledge and attitudes) – Recruitment
2. Development of employees' performance
(promotion) – Generic Talent Management and Succession Planning
3. Assessment of employees' performance
Performance Management and Compensation and Reward

3. A. Summary
1. Knowing and Managing Yourself
Emotional Intelligence/Self-Awareness
Self-Confidence
Self-Development
Building Trust and Personal Accountability
Resilience and Stress Tolerance
Action Orientation
Time Management
Flexibility and Agility
Critical and Analytical Thinking
Creative Thinking
2. Knowing and Managing Others
Oral Communication
Written Communication
Valuing Diversity
Building Teams
Networking
Building Relationships
Partnering
Emotional Intelligence/Interpersonal Savvy
Influencing
Managing Conflict
Managing People for Performance
Clarifying Roles and Accountabilities
Delegating
Empowering Others
Motivating Others
Developing Top Talent

4. 3. Knowing and Managing Business
Problem Solving
Decision Making
Managing and Leading Change
Driving Innovation
Customer Focus
Resource Management
Operational and Tactical Planning
Results Orientation
Quality Orientation
Mastering Complexity
Business and Financial Acumen
Strategic Planning
Strategic Thinking
Global Perspective
Organizational Savvy
Organizational Design
Human Resources Planning
Monitoring the External Environment
Functional/Technical Skills

5. B. Description
1. Knowing and Managing Yourself
Emotional Intelligence/Self-Awareness
Analyzing and recognizing one’s own strengths and weaknesses, attitudes,
and feelings; maintaining a clear, realistic understanding of one’s goals, capabilities,
and limitations; seeking feedback about one’s effectiveness and
making changes in response to it; being attuned to one’s inner feelings,
recognizing how these feelings affect one’s behavior and job performance,
and expressing one’s feelings and reactions appropriately.
Self-Confidence
Acting on the basis of one’s convictions rather than trying to please others;
being confident in oneself; having a healthy sense of one’s capabilities
without being arrogant.
Self-Development
Seeking feedback about one’s strengths and weaknesses; initiating activities
to increase or enhance one’s knowledge, skills, and competence in
order to perform more effectively or enhance one’s career; learning
new information or ideas and applying them effectively; keeping up to
date in one’s knowledge and skills; and learning from successes and
failures.
Building Trust and Personal Accountability
Keeping promises and honoring commitments; accepting responsibility
for one’s actions; being honest and truthful when communicating information;
behaving in a way that is consistent with espoused values; and
assuming responsibility for dealing with problems, crises, or issues.
Resilience and Stress Tolerance
Continuing to perform effectively when faced with time pressures, adversity,
disappointment, or opposition; remaining focused, composed,
and optimistic; bouncing back from failures or disappointments.
Action Orientation
Maintaining a sense of urgency to complete a task; seeking information
rather than waiting for it; making decisions in a timely manner regardless
of pressure or uncertainty; making decisions quickly when called
upon to do so; acting decisively to implement solutions and resolve
crises; not procrastinating; being tough and assertive when necessary
while showing respect and positive regard for others.

6. Time Management
Allocating time appropriately among people and projects to ensure that
both internal and external client needs are met; reprioritizing daily
tasks as each day progresses to ensure that newly emerging, urgent issues
are resolved while not losing sight of longer-term projects; balancing
his or her workload when involved in multiple projects.
Flexibility and Agility
Adjusting one’s behavior to new information or changing circumstances;
remaining open to new ways of doing things; experimenting
with new methods; and working effectively in an unstructured or dynamic
environment
Critical and Analytical Thinking
Regularly questioning basic assumptions about the work and how it
gets done; identifying underlying principles, root causes, or facts by
breaking down information or data and drawing conclusions; applying
sound reasoning; understanding the complexity of certain issues and
crystallizing the components of the issue to make it more manageable;
and understanding the implications of data/information.
Creative Thinking
Reexamining traditional strategies and practices; proactively looking
for new ideas and ways to improve products, services, and work
processes; looking at problems and opportunities from a unique perspective;
seeing patterns and themes that are not immediately apparent
to others; taking time to refine and shape a new idea so it has a higher
likelihood of success.

7. 2. Knowing and Managing Others
Oral Communication
Conveying ideas and opinions clearly to others; projecting credibility,
poise, and confidence even under difficult or adversarial conditions;
speaking enthusiastically and using vivid language, examples, or anecdotes
to communicate a message; making use of unambiguous language,
gestures, and nonverbal communication; considering the needs
of the audience and how it is likely to react; talking to people in a way
they can understand; listening attentively to others; and using appropriate
grammar and vocabulary.
Written Communication
Expressing ideas and opinions clearly in properly structured, well organized,
and grammatically correct reports and documents; employing
language and terminology appropriate to the reader; using
appropriate grammar and punctuation.
Valuing Diversity
Demonstrating respect for individual differences (including cultural differences
and diverse ways of thinking or approaching issues); establishing
a climate in which all people can be comfortable and productive;
evaluating the work of others in a culturally neutral way; selecting and
developing people in multiple cultural settings; communicating effectively
with and in multiple cultures; understanding how culture influences
people’s behavior; adapting one’s style and behavior to meet
cultural norms and expectations; and taking advantage of unique cultural
knowledge, capability, or information to develop or enhance
products or services.
Building Teams
Facilitating the constructive resolution of conflict; increasing mutual
trust; encouraging cooperation, coordination, and identification with the
work unit; encouraging information sharing among individuals who do
not know each other and who may represent different cultures; including
others in processes and decisions regardless of geographical distance
or location; finding creative ways to minimize the effects of
different time zones on the quality and frequency of interactions.
Networking
Socializing informally; developing contacts with people who are a
source of information and support; maintaining contacts through periodic
visits, telephone calls, correspondence, and attendance at meetings
and social events.

8. Building Relationships
Being skilled at detecting and interpreting subtle clues, often nonverbal,
about others’ feelings and concerns; displays empathy and sensitivity to
the needs and concerns of others; and supports others when they are
facing difficult tasks; enjoys dealing with people and working with people
of diverse styles and backgrounds.
Partnering
Identifying, building, and managing internal and external partnerships
that add value to the company; initiating and leveraging opportunities
to work with others across the organization to maximize individual and
organizational effectiveness; working effectively across organizational
boundaries to accomplish a shared objective; developing networks and
alliances across the organization to build influence and support for
ideas.
Emotional Intelligence/Interpersonal Savvy
Being attuned to how others feel in the moment, sensing the shared values
of the group, and using that insight to do and say what’s appropriate;
understanding others’ feelings, motives, and reactions and adapting
one’s behaviors accordingly; appreciating the effect of one’s behavior
on others; being at ease when approaching others during social occasions;
making and maintaining a favorable impression; and mingling effortlessly
with others.
Influencing
Using techniques that appeal to reason, values, or emotion to generate
enthusiasm for the work, commitment to a task objective, or compliance
with a request; using appropriate tactics to change a person’s attitude,
beliefs, or behaviors.
Managing Conflict
Recognizing the potential value of conflict for driving change and innovation;
knowing when to confront and when to avoid a conflict; understanding
the issues around which conflicts revolve; identifying the goals
and objectives of the parties involved; finding common ground; looking
for win/win solutions; and seeking agreement on a solution and
eliciting commitment to making it work effectively.

9. Managing People for Performance
Setting clear performance targets and gaining a person’s commitment
to accomplishing those targets; checking on the progress and quality of
the work, providing specific feedback on a regular basis that enables
others to understand what they have done well and how they can improve
in the future; and addressing performance problems by gathering
information and setting goals for improvement in a fair and consistent
manner.
Clarifying Roles and Accountabilities
Communicating with others to make clear what is expected of them;
conveying expectations about timelines and the quality of employees’
work; and helping people understand how their roles relate to the
broader objectives and success of the organization.
Delegating
Assigning responsibilities to direct reports and giving them the authority
to carry them out; maintaining the proper level of involvement without
abdicating or micromanaging; assigning tasks that are a good fit
with a person’s capabilities; assigning tasks for development and providing
guidance to ensure success; debriefing assignments to reinforce
learning.
Empowering Others
Giving people the authority, information, resources (e.g., time, money,
equipment), and guidance to make decisions and implement them.
Motivating Others
Setting high standards regarding quality and quantity of the work;
displaying commitment to the organization and enthusiasm for its products
and services; conveying confidence in others’ capabilities; appealing
to others’ unique needs, motives, and goals to motivate them to
achieve; and celebrating others’ successes and praising them for a job
well done.
Developing Top Talent
Consistently attracts, selects, develops, and retains high performers;
raises the performance bar for his or her work unit or team so that it
consists of top performers; providing people with the opportunity to develop
new skills, carry out challenging assignments, and accept new responsibilities;
and holding people accountable for their performance.

10. 3. Knowing and Managing Business
Problem Solving
Identifying work related problems; analyzing problems in a systematic
but timely manner; drawing correct and realistic conclusions based on
data and information; and accurately assessing root cause before moving
to solutions.
Decision Making
Generating and evaluating alternatives before making a decision or taking
action; considering the risks associated with an option and selecting
the option that has the best balance of risk and reward; encouraging
input from others when it is appropriate; standing by decisions without
reconsidering unless information or circumstances make it necessary to
do so; evaluating the effectiveness of decisions after they are made.
Managing and Leading Change
Putting opportunities and threats to the organization in context and
clarifying how the organization needs to be different and why; communicating
a vivid, appealing picture of what the organization needs to
look like in the future; clearly communicating the need for change and
gaining people’s commitment; putting a realistic plan in place to
achieve the desired outcome and ensure it is resourced adequately;
preparing people to adjust to change; keeping people informed about
the progress of change; and celebrating successes.
Driving Innovation
Fostering a climate that encourages creativity and innovation; allowing
others to challenge and disagree; taking prudent risks to accomplish
goals; assuming responsibility in the face of uncertainty or challenge;
championing new untested ideas and building support among stakeholders;
celebrating and learning from failures; building and maintaining
open channels of communication for the sharing of ideas and
knowledge.
Customer Focus
Demonstrating a concern for the needs and expectations of customers and
making them a high priority; maintaining contact with customers, both internal
and external to the organization; using an understanding of customer
needs as the basis for decision making and organizational action.

11. Resource Management
Clarifying the financial implications of decisions; using resources effectively
and in line with company policy and goals; deploying resources
in a way that is consistent with the strategy and that benefits the organization
rather than advancing self-interest; adhering to budgets; and ensuring
others’ time is utilized effectively.
Operational and Tactical Planning
Determining short-term objectives and action steps for achieving them;
determining how to use personnel, equipment, facilities, and other resources
efficiently to accomplish a project or initiative; and determining
how to schedule and coordinate activities among individuals, teams, and
work units.
Results Orientation
Communicating business performance measures and clarifying priorities;
maintaining a focused commitment to achieving one’s objectives;
working on important issues first; staying with a plan of action or point
of view until the desired goal has been obtained or is no longer reasonably
attainable; recognizing opportunities and acting on them; looking
for ways to quickly overcome barriers; persevering in the face of adversity
or opposition; and translating ideas into action.
Quality Orientation
Promoting organizational effectiveness by anticipating and dealing with
problems; encouraging others to suggest improvements to work
processes; providing a persistent focus on quality as well as on results;
determining how to improve organizational coordination, productivity,
and effectiveness.
Mastering Complexity
Quickly integrating complex information to identify strategies and solutions;
learning new concepts quickly; demonstrating keen insights into
situations; assimilating large amounts of information and narrowing it
down to and articulating the core idea or issue.

12. Business and Financial Acumen
Possessing the technical and business knowledge needed to make the
best decisions for the organization; assessing the financial implications
of decisions and actions; understanding how strategies and tactics work
in the marketplace; and balancing data analysis with judgment and
business sense.
Strategic Planning
Developing and driving a shared understanding of a long-term vision
that incorporates people’s input and describes what the organization
needs to look like and how it needs to operate in the future; determining
long-term objectives and the tactics to achieve them; allocating resources
according to stated priorities; making sure that accountabilities
and expectations for executing a strategy are clear.
Strategic Thinking
Understanding the implications of social, economic, political, and
global trends; showing an understanding of market conditions and customer
needs; understanding the company’s position in the marketplace—
both its strengths and its weaknesses; taking a long-term
perspective on problems and opportunities; applying insight and creativity
to the development of strategies that help the organization gain
or sustain competitive advantage; proposing innovative strategies that
leverage the organization’s competitive position.
Global Perspective
Understanding the international issues facing the business; appreciating
how ethnic, cultural, and political matters influence business; integrating
local and global information for decisions affecting multiple sites;
applying knowledge of public regulatory frameworks in multiple countries;
and making deliberate decisions about how to conduct business
successfully in different parts of the world.
Organizational Savvy
Staying abreast of what is happening across the organization; understanding
the effects of decisions and actions on other parts of the organization;
recognizing the interests of others in different parts of the
organization; understanding the influence dynamics of the organization
and using that information to establish alliances to achieve organizational
objectives; understanding the organizational culture and norms
of behavior.

13. Organizational Design
Ensuring the organization’s structure and systems support its strategies;
taking actions to optimize resources and work processes (e.g., reengineering,
continuous process improvement); and identifying how to organize
the work (e.g., grouping responsibilities, establishing appropriate
linkages) to enhance efficiency and drive results.
Human Resources Planning
Ensuring the talent base is in place to meet organizational needs; assessing
current skills sets and identifying the right mix of talent to fill gaps
and ensure sustained results; accurately assessing “fit” based on the requisite
skills and competencies as well alignment with organizational culture.
Monitoring the External Environment
Collecting information about opportunities and threats in the external
environment that may affect work in the short or long term; analyzing
trends and looking for opportunities to enhance the organization’s
performance.
Functional/Technical Skills
Maintaining up-to-date knowledge within one’s field of expertise; remaining
abreast of developments in the industry; providing guidance
or counsel on technical matters related to one’s field; knowing how to
use company-specific technology.

14. HRD Application
AMA Management Competency Model
(Cumulative)
Individual First Line Middle Functional
Knowing X X X X
Yourself
Managing X X X X
Yourself
Knowing X X X X
Others
Managing X X X
Others
Knowing X X X X
Business
Managing X
Business

15. AMA Mana gement Competency Model
1. Knowing and 2. Knowing and 3. Knowing and
Mana ging Your self Mana ging Other s Mana ging Business
Emotional Intelligence/Self- Oral Communication Problem Solving
Awareness
Written Communication Decision Making
Self-Confidence
Valuing Diversity Managing and Leading Change
Self-Development
Building Teams Driving Innovation
Building Trust and Personal
Accountability Networking Customer Focus
Resilience and Stress Tolerance Building Relationships Resource Management
Action Orientation Partnering Operational and Tactical
Planning
Time Management Emotional
Intelligence/Interpersonal Savvy Results Orientation
Flexibility and Agility
Influencing Quality Orientation
Critical and Analytical Thinking
Managing Conflict Mastering Complexity
Creative Thinking
Managing People for Business and Financial Acumen
Performance
Strategic Planning
Clarifying Roles and
Accountabilities Strategic Thinking
Delegating Global Perspective
Empowering Others Organizational Savvy
Motivating Others Organizational Design
Developing Top Talent Human Resources Planning
Monitoring the External
Environment
Functional/Technical Skills
Leadership Practices (Kauzes and Posner Model)
Model the Way, Encourage the Heart, Challenge the Process,
Inspire a Shared Vision, Enable Others to Act
Company Values

16. Leadership Practices (Kauzes and Posner Model)
The Five Practices of Exemplary Leadership® resulted from an intensive research project to determine the leader-
ship competencies that are essential to getting extraordinary things done in organizations. To conduct the research,
Jim Kouzes and Barry Posner collected thousands of "Personal Best" stories—the experiences people recalled when
asked to think of a peak leadership experience.
Despite differences in people's individual stories, their Personal-Best Leadership Experiences revealed similar pat-
terns of behavior. The study found that when leaders are at their personal best, they:
Model the Way
Leaders establish principles concerning the way people (constituents, peers,
colleagues, and customers alike) should be treated and the way goals should
be pursued. They create standards of excellence and then set an example for
others to follow. Because the prospect of complex change can overwhelm peo-
ple and stifle action, they set interim goals so that people can achieve small
wins as they work toward larger objectives. They unravel bureaucracy when it
impedes action; they put up signposts when people are unsure of where to go
or how to get there; and they create opportunities for victory.
Inspire a Shared Vision
Leaders passionately believe that they can make a difference. They envision
the future, creating an ideal and unique image of what the organization can be-
come. Through their magnetism and quiet persuasion, leaders enlist others in
their dreams. They breathe life into their visions and get people to see exciting
possibilities for the future.
Challenge the Process
Leaders search for opportunities to change the status quo. They look for inno-
vative ways to improve the organization. In doing so, they experiment and
take risks. And because leaders know that risk taking involves mistakes and
failures, they accept the inevitable disappointments as learning opportunities.
Enable Others to Act
Leaders foster collaboration and build spirited teams. They actively involve
others. Leaders understand that mutual respect is what sustains extraordinary
efforts; they strive to create an atmosphere of trust and human dignity. They
strengthen others, making each person feel capable and powerful.
Encourage the Heart
Accomplishing extraordinary things in organizations is hard work. To keep
hope and determination alive, leaders recognize contributions that individuals
make. In every winning team, the members need to share in the rewards of
their efforts, so leaders celebrate accomplishments. They make people feel like
heroes.

17. Items of Individual C First Line Mid Functional
Behaviors
Managing
and Knowing
Yourself
8 6 8 8 8
Emotional
Intelligence/Sel
f-Awareness
Self- 11 8 10 10 11
Confidence
Self- 11 7 11 11 11
Development
Building Trust 11 8 11 11 11
and Personal
Accountability
Resilience and 10 8 10 10 10
Stress
Tolerance
Action 10 7 9 10 10
Orientation
Time 11 7 8 9 7
Management
Flexibility and 10 5 8 9 10
Agility
Critical and 7 5 5 7 7
Analytical
Thinking
7 5 7 7 7
Creative
Thinking

18. Items of Training Training Audience Budget
Behaviors Program Provider
Managing
and Knowing
Yourself
8 PEP Ramesh of
Emotional India
Intelligence/Sel
f-Awarene
Self- 11
Confidence
Self- 11
Development
Building Trust 11
and Personal
Accountability
Resilience and 10 Stress Internal Video
Stress Management
Tolerance
Action 10
Orientation
Time 11 Work Abdul Karim
Management Planning
Flexibility and 10
Agility
Critical and 7
Analytical
Thinking
7
Creative
Thinking

19. Training Assignmen Coaching Exposure Performan Self-study
t ce Aids
Managing
and
Knowing
Yourself
Emotional
Intelligence/
Self-
Awarene
Self-
Confidence
Self-
Developmen
t
Building
Trust and
Personal
Accountabilit
y
Resilience
and Stress
Tolerance
Action
Orientation
Time
Management
Flexibility
and Agility
Critical and
Analytical
Thinking
Creative
Thinking

20. Application
(1) Recruitment and selection. Looking beyond skills to performance dimensions such as teamwork,
competency models can help to establish what it takes to do well on the job. Armed with this information,
companies can focus recruitment dollars on finding the greatest number of prospective employees who
have the right mix of competencies for the job in question. The content of appropriate selection instruments
(e.g., structured interviews, role plays) can target the key competencies--and, hence, the whole package of
needed skills and abilities. Beyond their usefulness in improving selection tools, competency models also
provide candidates with a clear and realistic picture of expected behavior.
(2) Training and development. Assessing gaps between existing employee skills and those identified by a
competency model can be extremely useful in devising a long-term strategic plan for leadership training
and development. Identification of the skills needed to perform effectively makes it easier to ensure that the
design and delivery of training are aligned with the organization's objectives. When a competency model is
used as the foundation for training objectives, individual leadership gaps can be assessed and a training
plan devised to address deficiencies.
(3) Performance appraisals. Performance-management systems can be enhanced by a competency
model that provides a shared set of expectations regarding what is important and what will be monitored
and measured. Competency models help managers to focus performance-appraisal discussions on critical
aspects of behavior, thus providing a strategic tool for consistent and meaningful evaluation.
(4) Coaching, counseling, and mentoring. Competency models are often used as the basis for 360-de-
gree feedback , in which a manager receives performance information from all relevant sources (including
supervisor, subordinates, self, peers, and customers, if applicable). Coaches and advisers can use the in-
formation so gathered to guide the employee in designing a development plan and making critical-skill im-
provements. The clarity and specificity of competency models enable coaches and mentors to reinforce de-
sired behavior and tie performance-management systems to necessary competencies. The other method is
Best Self Portrait.
(5) Reward systems. A tremendous percentage of a hospitality organization's operating expenses is de-
voted to employee compensation. To attract, retain, and motivate employees, reward systems must be eq-
uitable and linked to desired behavior. Competency models can be extremely useful for defining the behav-
ior that will be rewarded.
(6) Career development. For employees who aspire to reach the next level on a career path, a competen-
cy model serves as a map. Competency models make employees aware of the behavior and skills needed
to advance and achieve success, allowing them to prepare accordingly.
(7) Succession planning. Competency models can be used to identify possible successors for critical jobs
by clarifying the requirements for the job and providing a method for assessing a particular candidate's
readiness. Without a clear understanding of the competencies needed by future leaders, it is difficult for a
firm to measure its "bench strength"--that is, to determine whether the organization has people with those
capabilities and, if it does, who they are.
(8) Change management. Organizations can work toward an uncertain future by creating models that are
based on competencies that may be necessary for future leaders, as well as competencies needed for cur-
rent operations.